Coaching Practices: Expanding Your Human and Business Performance
PART 1: Coaching credentialing, qualifications, and certification – What Human Capital executives need to know… view details
15 May, 2012 | (01 hr)
Executive coaching has become a popular option for leadership development, and it’s estimated that corporations spend upwards of $1 billion annually for such programs. Despite the growing demand for coaches, questions remain around what qualifies a practitioner to be a coach since no one agency exists to oversee standards and accountability for this profession, and is coaching a good investment of your organization’s time and money. Nevertheless, to compete in fast changing markets, a business needs flexible leaders who can adapt competencies and engage effectively with a diverse workforce. Strategic coaching can be a tool that improves executive performance.
This 2-part series will explore two current issues and trends of executive coaching that can bring deeper insight to human capital management executives as they plan and implement coaching practices within their own organizations.
Audience: Executives responsible for Leadership Development, Talent Management, Executive Development, Succession Management, Learning & Development, and Coaching
Learn and debate with expert speakers and practitioners the contrasting views of coaching credentialing and credentialing bodies that represents the confusion in the industry. Are credentials useful and helpful? How do practitioners distinguish the different credentials that exist in the industry? Can the right credentials be helpful to the organizations selecting coaches?
Speakers
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Douglas Riddle, Ph.D. D. Min.
As Global Director of Coaching Services and Assessment Portfolio, Doug Riddle guides the research, product and service creation, and professional standards development for the leadership coaching and assessment services of the Center for Creative ... Full Bio |
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Robert Lee, Ph.D.
Bob Lee is a management consultant and executive coach in private practice in New York City. His work focuses on leadership effectiveness and management transitions. His primary clients are in financial and professional services, media, and consum... Full Bio |
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Amy Owen, Ph.D.
Amy is business psychologist with 15 years of experience in human resources. She began her career working in the area of Organization Effectiveness and Change Management at Texas Instruments, Dallas Texas. Shortly thereafter, she joine... Full Bio |
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Shawn O'Brien
Shawn O’Brien is Vice President for the Center for Credentialing & Education (CCE), an affiliate of the National Board for Certified Counselors (NBCC). He has presented internationally on issues regarding fair testing, credentialin... Full Bio |
PART 2: Coaching and integrating executive teams for higher performance: How HR professionals can provide strategic value… view details
22 May, 2012 | (01 hr)
Executive coaching has become a popular option for leadership development, and it’s estimated that corporations spend upwards of $1 billion annually for such programs. Despite the growing demand for coaches, questions remain around what qualifies a practitioner to be a coach since no one agency exists to oversee standards and accountability for this profession, and is coaching a good investment of your organization’s time and money. Nevertheless, to compete in fast changing markets, a business needs flexible leaders who can adapt competencies and engage effectively with a diverse workforce. Strategic coaching can be a tool that improves executive performance.
This 2-part series will explore two current issues and trends of executive coaching that can bring deeper insight to human capital management executives as they plan and implement coaching practices within their own organizations.
Audience: Executives responsible for Leadership Development, Talent Management, Executive Development, Succession Management, Learning & Development, and Coaching
This session will focus on equipping HR professionals with tools on how to best coach and integrate teams, and the value of developing leaders with this approach. Understanding the needs and challenges the business issue for integrating teams is critical. Case study will be presented in how one company implemented this approach and the impact of team integration coaching.
Speakers
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Douglas Riddle, Ph.D. D. Min.
As Global Director of Coaching Services and Assessment Portfolio, Doug Riddle guides the research, product and service creation, and professional standards development for the leadership coaching and assessment services of the Center for Creative ... Full Bio |
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Rob Elsey, Ph.D.
Rob Elsey is the Coaching Practice Leader at the Center for Creative Leadership® (CCL®) with global responsibilities for coaching content in CCL’s open enrollment and custom coaching program and custom client engagements. As a Psycho... Full Bio |
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Donyel McAndrew
Donyel S. McAndrew is a Senior Manager in Enterprise Learning at Merck responsible for Operations and Portfolio Management. In this role, she is the Project Manager for the Emerging Leaders Program. Donyel joined Merck in 2005 as a S... Full Bio |
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Jamie Whitmore
Jamie Whitmore took on the Director Executive Talent Development role in 2010 following the Merck merger with Schering-Plough. In this role, Jamie manages the corporate succession planning process and the company-wide... Full Bio |
Series Host
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Amy Lui Abel, Ph.D.
Director, Human Capital Research The Conference Board Amy Lui Abel is the director of human capital research at The Conference Board. She leads research efforts focusing on human capital analytics, labor markets, workforce readiness, strategic workforce planning, talent management, diversity and incl... Full Bio |
